The major suppliers of the U.S. Photo film Market included Kodak, Fuji, Agfa and 3M, where Kodak Corp. dominated with a share of around 70%. The main product was the exposure role, with 670 million 24-exposure rolls sold in 1993. The main companies often would sell the rolls using different brands and pricing to attract a wide range of customers with different experience levels in photography. For example, Kodak had the Gold Plus brand, which was the standard of the industry. However, Kodak and Fuji also had superpremium brands for the advanced amateurs and professionals. These specific brands had a higher price and were only sold in camera shops, where as standard brands were distributed through department stores, drug stores, supermarkets, convenience stores, wholesale clubs and mail order. Kodak and Fuji were constantly engaged in a global battle for worldwide dominance of the photographic market. Although Kodak was with no doubt number one, Fuji was able to increase customer attention through the summer Olympics in 1984, which made their sales grow at over 15%. The annual growth rate of the photo film market averaged only 2% during the past five years. This could be, because suppliers offer a wide range of brands of exposure rolls, which are hard to distinguish by customers who know not so much of photography. Film usage rates also varied widely across households with an average of 15 rolls per year. 20% bought less than 5 rolls per year, 22% bought between 5 and 9 rolls, 28% bought 10 to 15 rolls, 16% bought 16 to 25 rolls, and 13% bought more than 25 rolls. On top of this, the quality of rolls between the different companies was also unclear. The result were huge advertisement spendings by suppliers such as Kodak and Fuji, in order to make their products stand out. However, actual consumer tests have shown that there is little...

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...Assignment Questions:
1) How do you explain the disparity in Raja’s and Maya’s performance?
To evaluate the performance of Raja and Maya, It’s clear to use marketing 4P concept as a way to analyze this case. To begin with the products, according to the case, Raja is perceived as an over-the counter consumer product while a Maya pill is regarded as a powerful drug. So the difference in nature explained why Raja can out performed Maya. Moreover, Raja tried to target men market using the masculine noun to gain their recognition of their brand while Maya represents a sense of magic and beauty, targeting female customers.
In the sense of the promotions, Population Services International distributed to both Raja and Maya $400,000 advertising dollars per year, which was the second largest of all advertisers in Bangladesh. Their approach was to skip the intermediate level of influences and go directly to consumers. In this case, it works to sell Raja condoms directly to the market since it’s more like a one-time use consumer products. However, it’ll be difficult for Maya to build up the brand image since customers perceived Maya as a drug, which will bring more concerns when people try to buy oral contraceptives. Hence, it still needs recommendations from doctors to convey the effectiveness and proper information about the drug.
Third, the pricing of Raja and Maya can also be an influence to their performance when...

...Abstract: OXO International represents an example of a great company built upon a creative product concept. Instead of doing everything by itself, the company chooses to outsource both the design and manufacture process. By setting up partnership strategically, the company has grew fast and gained reorganization by both customers and professionals. However, as OXO wants to develop products targeting high-end markets with higher price points than standard kitchen gadgets, which requires more complicated product development process, the company is facing the choice of either keeping outsourcing designs or establishing its own design department. Also, if it stays on outsourcing designs, OXO has to choose which partner and in what way it should go for.
Summary of Key Issues
* OXO has been outsourcing product manufacture and design to other companies and achieved growth through successfully managing the partnerships using strategic agreements that benefitting the company.
* However, Smart Design, the only design company that takes charge of all the product development process, may create some risk for OXO.
* OXO’s new line of product is now in the needs of large capacity of 3D-CAD modeling and engineering, which Smart Design can’t meet with the current royalty-based fee.
* Option 1: Establishing its own in-house design department at OXO.
* Option 2: Continuing to work only with Smart Design, while pay a non-royalty based design fee.
*...

...
NCSU - College of Management
Industry CaseWrite-Up
Close examination of Wal-Mart
Yanlong Li
2/8/2009
Yanlong Li
BUS 340 – 001
2/8/2009
Industry CaseWrite-Up
The retail industry has always been in the frontline of utilizing information technology infrastructures and information systems. Many major businesses within the industry quickly adopt and adapt the new way of doing business, tracking shipments, and monitoring inventories – all through the utilization of new technologies and electronic communications. Wal-Mart, being the industry leader in low cost operations and low price products, surpasses its competitors, such as Target, J.C. Penney, Sears or any other major discount stores in the U.S., in its operational efficiency and resource management. That provides War-Mart the competitive advantage over its rivalries, making it the number one place to shop for low price products, groceries and other items. By having low operation costs and keeping inventories low, this allow Wal-Mart to survive the furious market competition, this is especially true when consider the current economic situation, where the consumer spending will is low, Wal-Mart becomes the ultimate place to shop for bargain price. This makes Wal-Mart stands out of the rest even further and making it the company that this casewrite-up is all about.
Just like every...

...This case is a classic example of exciting high potential technical innovations losing to the general inertia in adoption, primarily due to weak marketing strategies. TiVo being the pioneer in DVRs, were and are poised to capture the entire Television industry. Their weakness in Strategy stems from an imbalance in resource distribution between R&amp;D and Marketing. The theme inferred being, Venture into only those domains in which the organization has considerable expertise and strong management strategy. Technical innovation which is ahead of its time must be released in a phased manner, from general consumer to niche segments, keeping it affordable to the normal consumer. Also, packaging the product and partnerships to completely profit from it is imperative.
The above claims are substantiated and supported by Jim Barton, who said "We were a bit starry-eyed in the early days about DVRs and how everyone would jump on it". TiVo's initial strategy was based on macro bets to develop a new platform of On Demand TV and Digital Video Recorder with the presumption that the consumer will adopt it instantaneously, which led to many smaller bets resulting in lack of direction and high investment. At the outset it was poised to redefine TV viewing experience, the Stand-Alone DVR was an intuitively developed and packaged product, which captured the niche, high income urban segment instantaneously. But TiVo's management missed the opportunity to release lower...

...﻿ Bus4003 Retailer And Channel Management
Belano casewriteup
Group 3:
Lam Chong Yan s116112
Ho Ching man s116078
So Ching Wai s116226
Yung Chi Fung s116309
Lee Kin San s116142
Wong Yan Ho s116284
Introduction
Today, Belono is one of the most successful pioneer to get into China casual wear market when many of Hong Kong retailers were focus on the local business. By a vision of large potential market in China, Baleno took this valuable opportunity and started allocation of resources to explore the China market and expanded its retailer operation in China from 1992. With the adoption of appropriate strategies and a well-established retail mix, Baleno penetrated into the market quickly and built up its own competitive advantages. Therefore, it is worth to have an in-depth look into the key of success in case of Baleno. In this article, we aim to give you a good understanding of the background of Baleno and the situation of apparel industry in China from 1996 to 2007. Challenges of Baleno and its responding strategies would also be stated. Base on the adopted strategies and its reasons behind, conclusion would be draw by the evaluation of strategies and judge whether it is success or not.
Background of Baleno and the situation of apparel industry in China
Begin with the background...

...Case 2: Zara
1. What are the essential elements of Zara’s business model?
The business idea of Zara is to link customer demand to manufacturing, and to link manufacturing to distribution. And based on this general idea, Zara has several essential elements for its business model. First, speed and decision making, which means that in the external level, Zara need to respond very quickly to demands of target customers, and always keep in style. While for the inside, Zara treasure intelligence and judgment of common employees who enjoy a great deal of autonomy. Second, its marketing, merchandising and advertising strategy. Zara does not spend on virtually advertising, while it spends heavily on stores, and no selling online because of the nature of its DCs and complication of online selling. Also, Zara has clear positioning that its clothes are always in style and not for durable use. Third, Zara has lots of stores and large scales, which has promising financial achievements as well as potential growth point. In general, Zara has a business model of preferences for speed and decentralized decision making.
2. How is Zara’s business model reflected in its operational capabilities? In other words, does Zara operate in a “turbulent environment” and how is this reflected in the way the company manages its operations?
Turbulent environment is described as unpredictable demand and consumer preferences, new technology development, changing competitive...

...resulting from trauma (e.g. car accidents, gunshots) / surgery and needs immediate blood transfusion, of which 40% individuals aged over 65. As thus, the demand for RBCs to treat acute blood loss was expected to rise with the aging US population; 2) chronic anemia patients with an estimated population of 1.5 million for year 1995.
Oxyglobin customers are mainly cats and dogs. 800 dogs were brought to emergency treatment due to acute blood loss in 1995. There are approximately 15,000 veterinary clinics, 5% of which perform emergency care. 150 units of blood transfused per emergency care and 17 per primary care center. Further, the survey of 285 Veterinarians conducted by Biopure in 1997 revealed that with increasing the criticality of the case, the customers were willing to try the product at higher price, and 84% of veterinary doctors expressed dissatisfaction with the currently available blood transfusion alternatives.
Competitor
As of 1998, Baxter International and Northfield Laboratories were the only other companies in the later stages of development of blood substitutes.
Baxter:
· Leader in development and manufacturing of blood-oriented medical equipment.
· Large facility – production capacity of 1 m units/year, spend 250 m on R&D.
· Product- HemAssist to be priced between $600- $800
Northfield:
· Small facility – 10,000 units production capability but possible expansion into 300,000 units/year
· Focus on...